Developing an evidence‐based model to implement co‐governance

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Abstract
Governments are seeking innovative ways to address complex policy issues in increasingly fragmented and fiscally constrained service contexts. Co‐governance is a relatively new mechanism for facilitating collective decision‐making between government and other stakeholders. Effective co‐governance can be difficult to establish and resource‐ and time‐intensive to implement. This article presents findings from a study that aimed to develop a model for implementing effective co‐governance—relevant to both government and non‐government stakeholders. First, we developed a conceptual model of the co‐governance process based on a review of the literature. We then tested it in three very different co‐governance arrangements in Australia. Cross‐case analysis identified the drivers and process of co‐governance, components within each stage of the process, and factors that enabled its implementation. The model of co‐governance developed has practical application by guiding the implementation and evaluation of co‐governance and serving as a platform for future research. Points for practitioners: Co‐governance—government and community sharing decision‐making—is being used to respond to complex issues but is not well understood. We develop an evidence‐based model of co‐governance using three Australian case studies. The model describes when to consider co‐governance, such as addressing complex, long‐term issues, where there are fragmented responsibilities, and where there is low trust. The model sets out the process to establish, implement, and monitor co‐governance and the factors that support this process. The model can be used by government and community organisations to consider whether co‐governance is appropriate and, if so, how to implement it. The model can also be a platform for future research.

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